Controlling for sustainability strategies: findings from research and directions for the future
- 39 Downloads
Over the past decade the focus of sustainability researchers has broadened to explore management controls for sustainable business practice. This paper contributes to the emerging area of interest on understanding the roles management controls play by presenting a review of the literature that specifically focuses on the relationship between management controls and sustainability strategies. The paper shows that the current literature predominantly focuses on exploring controls from a management control design perspective, mostly informed through the case study based approach while concentrating primarily on large firms. Nine key themes arising out of the review of the literature are presented. The limitations of current research are subsequently addressed and avenues for further research are presented and discussed.
KeywordsSustainability strategy Management controls Literature review
JEL ClassificationM10 M14 M19 M40 M41 M49 G32 G34 Q56
- Ackerman, R., & Bauer, R. (1976). Corporate social responsiveness. Virginia: Reston.Google Scholar
- Anthony, R. (1965). Planning and control systems: a framework for analysis. Boston: Harvard University.Google Scholar
- Bebbington, J. (2007). Accounting for sustainable development performance. Burlington: Elsevier.Google Scholar
- Benn, S., Dunphy, D., & Griffiths, A. (2014). Organizational change for corporate sustainability. E-book. http://ntuuk.eblib.com/patron/FullRecord.aspx?p=1687461. Accessed 23 November 2015.
- Butler, J. B., Henderson, S. C., & Raiborn, C. (2011). Sustainability and the balanced scorecard: Integrating green measures into business reporting. Management Accounting Quarterly, 12(2), 1–10.Google Scholar
- Chenhall, R. H. (2005). Content and process approaches to studying strategy and management control systems. In C. S. Chapman (Ed.), Controlling strategy: Management, accounting and performance measurement (pp. 10–36). Oxford: Oxford University Press.Google Scholar
- Crutzen, N., & Herzig, C. (2013). A review of the empirical research in management control, strategy and sustainability. In L. Songini, A. Pistoni, & C. Herzig (Eds.), Studies in managerial and financial accounting (pp. 165–195). Bingley: Emerald Group Publishing.Google Scholar
- Gates, S., & Germain, C. (2010). Integrating sustainability measures into strategic performance measurement systems: An empirical study. Management Accounting Quarterly, 11(3), 1–7.Google Scholar
- Johnson, G., Whittington, R., & Scholes, K. (2011). Exploring strategy (9th ed.). Essex: Prentice Hall.Google Scholar
- Kaplan, R. S., & Norton, D. P. (1996). The balanced scorecard: Translating strategy into action. Boston, MA: Harvard Business Review Press.Google Scholar
- Keating, P. (1995). A framework for classifying and evaluating the theoretical contributions of case research in management accounting. Journal of Management Accounting Research, 7(Fall), 66–86.Google Scholar
- McKinsey (2011). The business of sustainability: McKinsey Global Survey results. https://www.mckinsey.com/businessfunctions/sustainability-and-resourceproductivity/our-insights/the-businessof-sustainability-mckinsey-globalsurvey-results. Accessed 12 Nov 2017.
- Merchant, K. A., & Otley, D. T. (2007). A review of the literature on control and accountability. In: C. S. Chapman, A. G. Hopwood, & M. D. Shields (Eds.), Handbook of Management Accounting Research (vol. 2, pp. 785–802). Amsterdam, The Netherlands: Elsevier.Google Scholar
- Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. New York: Free Press.Google Scholar
- Porter, M. E., & Kramer, M. R. (2006). Strategy & society: The link between competitive advantage and corporate social responsibility. Harvard Business Review, 84, 78–92.Google Scholar
- Simons, R. (1995). Levers of control. Boston: Harvard University Press.Google Scholar
- Tucker, B., Thorne, H., & Gurd, B. (2009). Management control systems and strategy: What’s been happening? Journal of Accounting Literature, 28, 123–133.Google Scholar